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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/change-management
课程评论：没有评论
课程名称：《领导变革：管理变更》 课程概述：在这个不断变化的全球化世界中，成功管理变革的能力将对您的工作和生活产生积极影响。本课程通过结构化的学习活动（视频讲座、测验、讨论提示和书面评估），教授您如何通过发展“变革心态”，创建高效的变革循环，并引导自己和他人共同经历变革之旅，来有效影响变革。您将学习如何重新想象变革，重新定义变革问题，并发展一种平衡而反思的变革心态。变革是不可避免的，但您可以影响它对您组织的影响。 课程大纲： 1. **重新想象变革1：变革问题** 描述：杰出科学家爱因斯坦曾说：“我们无法用导致问题的同样思维来解决问题。”传统变革管理的方法往往试图用同样的工具解决变革问题。本周，您将了解到跳出传统变革管理框架的重要性，分析变革倡议失败的根本原因，并探索替代方法。 2. **重新想象变革2：冰山与死亡谷** 描述：威尔士诗人叶芝指出，“教育不是装满一桶水，而是点燃一把火。”您大脑、内心和行动中潜藏的知识将帮助您管理变革。本周将帮助您认识这个过程，并为将现有知识应用于实践打下基础。 3. **创建变革循环1：地图与方向** 描述：如果变革是一次旅程，我们需要什么来引导我们？本周您将学习如何使用三大关键工具制定路径图，并逐步修订，以导航复杂而常常危险的变革旅程。 4. **创建变革循环2：面具与表现** 描述：管理变革不仅仅是知道需要做什么，还要知道如何在特定的环境和人际关系中去执行。您将发现这个过程中的各种表演、角色和您所面临的矛盾，以及影响自己的重要性。 5. **创建变革循环3：镜子与反思** 描述：变革领导者面临的已知未知与未知未知。面对不确定性和复杂性，您将学习如何评估进展并进行调整，探讨如何在变革倡议中创建高效的学习空间。 6. **领导变革：用心与动员** 描述：虽然变革循环的原则广为人知，但落实和应用却经常不足。本周您将探索领导力、实践和资源短缺的问题，发现如何弥补这些差距并动员资源以克服困难。 通过本课程，您将能够发展出一种新颖而有效的变革管理能力，提升自身和他人的领导力。
Name:Re-imagining change 1: The change problem
Description:‘We can’t solve a problem with the same type of thinking that we used in creating it.’ –– Albert Einstein Einstein was onto something! Traditional approaches to change management try to solve the problem of change by using the same tools that created the problem in the first place. They provide you with designs to implement designs and strategies for executing strategies. This week you will discover the importance of stepping outside the box of conventional change management, colour in the white spaces in the organisation chart, and navigate the messy and choppy waters of the change journey. You will critically analyse the nature and origins of the failure rate of change initiatives, examine how and why modern organisations systematically mislead change and learn what an alternative approach involves.
Name:Re-imagining change 2: Icebergs & death valleys
Description:‘Education is not filling a bucket, but lighting a fire.’ –– W.B.Yeats. You already have the knowledge necessary to manage change in your head, your heart and your hands. This knowledge is embedded in the cultural images and counter-images of what managing change involves. This week will help you appreciate the degree to which this is the case and get out of your own way in applying what, in a sense, you already know.
Name:Creating a change cycle 1: Maps & orientation
Description:‘The Map is not the territory.’ –– Alfred Korzybski. If change is a journey, what type of journey is it? And what do we need to guide us along the way? This week will provide you with the tools necessary to map out the path you need to take and revise this map along the way. You will learn how to apply the three key mapping tools: ‘gap analysis’; ‘forcefield analysis’ and ‘route analysis’. In combination, these three provide you with a GPS for navigating the complex and often treacherous journey of change.
Name:Creating a change cycle 2: Masks & performance
Description:‘All the world’s a stage, and we are but players on it.’ –– William Shakespeare. Knowing what to do to manage change is one thing. Knowing how to do it is another. While the route map outlines what you need to do, you have to decide how to do it, in context and with other people. How change plans are executed is always a performance, the artful exercise of influence in time, in space and in conditions that are often not of our choosing. This week you will discover the performances you will have to give, the masks you will be required to wear, the tensions and dilemmas you will encounter, and why influencing yourself is central to your ability to influence others.
Name:Creating a change cycle 3: Mirrors & reflection
Description:‘Life is lived forwards but understood backwards.’ –– Soren Kierkegaard. Leaders of change initiatives are not only faced with known unknowns but also unknown unknowns. Uncertainty is endemic, complexity is unavoidable, and denial is widespread. In such contexts, how do you evaluate your progress, and adjust your course, before it is too late? How do you create early warning signals? This week you will discover the value of experimentation and evaluation, examine and critically analyse methods for monitoring intellectual, emotional and practical capabilities and progress (the head, hand and heart), and learn how to create effective and practical learning spaces within change initiatives.
Name:Leading change: Mindful & mobilising
Description:‘There is a crack, a crack in everything. That's how the light gets in.’ –– Leonard Cohen. While the principles underlying the change cycle are widely recognised, they are often not applied and put in place. There is never enough knowledge and never enough resources to do what individuals and organisations know needs to be done. This week you will explore the leadership, practice, and power gaps that underlie these problems, and discover and examine how leaders mind these gaps and mobilise energy and resources to overcome them.
We live in a globalised world of continuous change. Your ability to successfully manage change will allow you to have a positive impact on your work and your life. Via structured learning activities (video lectures, quizzes, discussion prompts and written assessment) this course will teach you how to effectively influence change by developing a ‘change mindset’, creating a productive change cycle, and leading yourself and others on the change journey. You will learn how to re-imagine change by redefining the change problem and developing a balanced and reflective change mindset. Change is inevitable but you can influence how it affects your organisation.
